This article argues that there is no single secret to sustained business success, and there is no proof that 'brand purpose' delivers growth. View Summary

This article argues that there is no single secret to sustained business success, and there is no proof that 'brand purpose' delivers growth.

A study by Jim Stengel in 2011 kicked off the idea that brand purpose leads to success, but the methodology of that study was severely flawed.

People and the world are too complex for a single method to guarantee success, and what works will vary by time and place.

Businesses are also affected by outside factors, not just their own actions - purpose does not guard against new, disruptive technologies or business models.

3

Trendwatch: Enlightened brands

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Vicki Loomes, Admap, July/August 2015, pp. 8-8

This short article argues that brands need to move away from trying to be 'human', and instead look to be 'enlightened'. View Summary

This short article argues that brands need to move away from trying to be 'human', and instead look to be 'enlightened'.

Brands need to go to further than being 'human' and become 'enlightened', taking meaningful action to make people's lives and the world better.

The value of 'human brands' has been eroded by increasing numbers of brands replicating the good work of others - often badly.

Enlightened brands use actions like improving staff working conditions, spreading an important message or addressing social issues.

4

Diageo and Added Value on making culture pay

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Joseph Clift, Event Reports, Cannes Lions, June 2015

This event report looks at how brands can achieve and measure cultural relevance, an important consideration for a business like Diageo, whose brands do not offer functionally different benefits. View Summary

This event report looks at how brands can achieve and measure cultural relevance, an important consideration for a business like Diageo, whose brands do not offer functionally different benefits.

It takes the view that if people do not care about your brand, then you should make it the authentic champion of something they do care about.

Achieving this requires a sophisticated understanding of what is happening in culture and being able to define a brand's "cultural mission".

Brands can then contribute through cultural activations in their chosen areas.

The VIBE metric - Visionary, Inspiring, Bold and Exciting - offers a way of measuring success.

5

Playboy's "safe for work" online reinvention

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Stephen Whiteside, Event Reports, ClickZ, April 2015

This event report shows how Playboy, the men's magazine and online publisher, drove huge growth in its digital traffic - especially among millennials - by adopting a "safe for work" policy on the web. View Summary

This event report shows how Playboy, the men's magazine and online publisher, drove huge growth in its digital traffic - especially among millennials - by adopting a "safe for work" policy on the web.

When the company was taken private, it greatly downsized its operations and even licensed its website, resulting in a strategy that did not mirror the brand's core positioning.

In late 2013, the firm began taking greater control of its digital operations, and made its website more "PG-13", with a particular focus on entertainment, nightlife and style.

Such a strategy was extended onto numerous social and mobile platforms, a list spanning Facebook to Snapchat.

6

UK's "Guardian": A feisty US start-up

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Geoffrey Precourt, Event Reports, ad:tech San Francisco, May 2015

This event report outlines how the Guardian, the London-based print and online news provider, is adopting a challenger brand mentality to progress in the US. View Summary

This event report outlines how the Guardian, the London-based print and online news provider, is adopting a challenger brand mentality to progress in the US.

With over 200 years of history to draw upon in its home market, the Guardian is very much an "establishment brand" for British readers.

In the US, the company is roughly two years old, meaning it must behave as a challenger to make an impression in a crowded market.

A focus on providing trustworthy, quality news is still the primary goal for the company, rather than simply prioritizing new revenue streams.

7

Lyft: The friendly face of ridesharing

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Stephen Whiteside, Event Reports, TechCrunch Disrupt NY, May 2015

This event report outlines how Lyft, the ridesharing app, is putting friendliness at the heart of its brand proposition. View Summary

This event report outlines how Lyft, the ridesharing app, is putting friendliness at the heart of its brand proposition.

While Lyft faces a formidable competitor in Uber, it has attempted to achieve differentiation by providing a truly welcoming and engaging in-car experience, not just a trip from A to B.

To "deepen" its slate of product offerings, the firm has launched Lyft Line, which allows one car to pick up two or more passengers going in the same direction, and thus reduce prices.

Lyft’s "Profiles", broadly similar to those used on social networks, allow consumers who opt in to tell their fellow passengers a bit more about themselves and find common interests.

8

Cadillac "Dares Greatly" in repositioning

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Geoffrey Precourt, Event Reports, ad:tech San Francisco, May 2015

This event report outlines how Cadillac is using storytelling both to reposition its brand and guide the various agencies producing this work. View Summary

This event report outlines how Cadillac is using storytelling both to reposition its brand and guide the various agencies producing this work.

In reframing perceptions about its brand, Cadillac drew on Teddy Roosevelt's famous speech encouraging people to "dare greatly".

Rather than a simple tagline, this effort aims to create a broader "world" for the brand to occupy, thus demonstrating its luxury credentials and showing how it stands out from the competition.

An internal "story" also serves as the overarching brief for its agencies, and provides a powerfully evocative, rather than functional, basis for their work.

9

How Heineken made moderation cool

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Stephen Whiteside, Event Reports, IEG Sponsorship, April 2015

This event report shows how Heineken, the beer brand, tapped the popularity of electronic dance music to encourage moderation among millennials. View Summary

This event report shows how Heineken, the beer brand, tapped the popularity of electronic dance music to encourage moderation among millennials.

Electronic dance music has rapidly accumulated huge numbers of fans across the globe, but it is also associated with excessive consumption of drink and drugs.

To help tackle this problem – and find a consistent positioning around music – Heineken partnered with Armin Van Buuren, a well-known DJ who created a special song for the brand.

The popularity of the song, alongside various activations at events in multiple markets, helped Heineken spread the word, began changing behaviour and boosted core brand metrics.

10

Casper puts some bounce into the mattress category

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Stephen Whiteside, Event Reports, TechCrunch Disrupt NY, May 2015

This event report outlines how Casper is attempting to disrupt what is often regarded as an extremely low-interest category: mattresses. View Summary

This event report outlines how Casper is attempting to disrupt what is often regarded as an extremely low-interest category: mattresses.

Like Warby Parker and Harry's in the eyewear and shaving categories respectively, Casper is hoping to make progress in a category dominated by a few players, and where shoppers are largely unhappy with the existing purchase experience.

Alongside making just one mattress – which helped deal with the problem of overwhelming choice elsewhere – Casper promises lower prices, a 100-day trial period and the ability to buy online.

The company has adapted its marketing approach over time, now focusing less on people moving house and more on consumers interested in getting a better night's sleep.

By opening pop-up stores, the firm is exploring offline retail as a means of connecting with consumers and driving up revenues.

11

Research drives Dannon’s Light & Fit reinvention

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Geoffrey Precourt, Event Reports, ARF Re:think, March 2015

This event report covers how Dannon, the dairy group, has enhanced the status of its Light & Fit brand - a player in the very competitive US weight-management category. View Summary

This event report covers how Dannon, the dairy group, has enhanced the status of its Light & Fit brand - a player in the very competitive US weight-management category.

While Light & Fit was a popular product, it enjoyed little emotional equity and was not seen as a supportive partner for people trying to lose weight.

To enhance its position, Dannon conducted a need-state study, psychological profiling and implicit reaction tests to more deeply understand shoppers.

The brand also moved from looking at behavior to motives, gained a wider understanding of customer needs beyond yoghurt and positioned itself less around product and more around deep insights - with successful results.

This event report considers some of the practicalities of marketing in today's complex world; primarily the need for marketers to be prepared to "let go" of their communications. View Summary

This event report considers some of the practicalities of marketing in today's complex world; primarily the need for marketers to be prepared to "let go" of their communications.

The sheer number of touchpoints available mean marketers need to concentrate on the bigger picture and to establish the "essence" of their brand.

That essence then has to be communicated internally as well as externally - customers spend more time with service reps than with ads - and can stand a brand in good stead at times of crisis.

The "body language" of a brand - its non-verbal communication - can also be used to express its essence.

13

How Wells Fargo builds storylines for LGBT audiences

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Geoffrey Precourt, Event Reports, ARF Re:think, March 2015

This event report demonstrates how Wells Fargo, the financial services group, has sought to become a trusted source of advice for lesbian, gay, bisexual and transgender (LGBT) customers. View Summary

This event report demonstrates how Wells Fargo, the financial services group, has sought to become a trusted source of advice for lesbian, gay, bisexual and transgender (LGBT) customers.

To mark the first anniversary of the Supreme Court allowing married same-sex couples most of the same benefits enjoyed by heterosexual couples, Wells Fargo released research covering the views and behavior of LGBT investors.

By building connection with this audience and asking them about a diverse range of subjects, Wells Fargo was able to fill a substantial knowledge gap among the news media, businesses and consumers themselves.

Through timing the release of its analysis when interest in the subject was at a peak, the company effectively tapped considerable media and public interest.

14

Making Mizuno fit for (brand) purpose

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Stephen Whiteside, Event Reports, IEG Sponsorship, April 2015

This event report addresses Mizuno USA's efforts to activate its brand purpose and find a new way of connecting with running enthusiasts. View Summary

This event report addresses Mizuno USA's efforts to activate its brand purpose and find a new way of connecting with running enthusiasts.

While the company was committed to the idea that sports can "make the world a better place", it had struggled to translate that vision into tangible marketing programs.

In unlocking its mission statement, the brand decided to ask – and answer – a profound question: "What if everybody ran?"

The resultant campaign was based on statistical evidence regarding the positive impacts that would result from all Americans running, and brought these numbers to life in a series of online videos.

In moving from "storytelling" to "storydoing", Mizuno partnered with a not-for-profit that uses running groups as the basis for a program which helps homeless people.

15

100 days in our energy: Redefining a company's direction

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Andrés Krymer and Esteban Foulkes, ESOMAR, Latin America, April 2015

This paper explains how the Argentinian government set a new direction for YPF, the hydrocarbon company, when it was nationalised. View Summary

This paper explains how the Argentinian government set a new direction for YPF, the hydrocarbon company, when it was nationalised.

The nationalistion was welcomed by the country's congress and approved in public opinion polls, but third-party communications - online and in the press - continued to run negative stories.

Research was needed to fuel strategic decisions, and the in-house team looked at employee attitudes and engagement, as well as broader public sentiment.

It developed a new 'Our Energy' positioning, to communicate both a sense of national ownership and a determination to regain energy self-sufficiency.

16

The Scope Method: A new compass for the transmedia era

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Camila Holpert and Claudia Furniel, ESOMAR, Latin America, April 2015

This paper explains how Itaú Bank, the Brazilian bank, used an online community to understand how different types of communications work together, and how to use them for different objectives. View Summary

This paper explains how Itaú Bank, the Brazilian bank, used an online community to understand how different types of communications work together, and how to use them for different objectives.

This study sought to rebuild the 'universe' occupied by Itaú Bank, one of Brazil's biggest advertisers.

It built an online research platform where participants shared their contacts with and reactions to the brand across its various touchpoints and communication channels.

The platform also allowed people to share their opinions with each other and comment on posts.

This helped Itaú understand the role of different communications types, and how they work together in the real world.

Ohno undertook eight months of training for the IRONMAN World Championship, using chocolate milk as a recovery drink along the way, and generating considerable attention for the product in the process.

18

4A's Transformation: From an association to a service

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Geoffrey Precourt, Event Reports, 4A's Transformation, March 2015

This event report looks at the need for transformation in the agency world – a drive being spearheaded by the 4A's, the trade body. View Summary

This event report looks at the need for transformation in the agency world – a drive being spearheaded by the 4A's, the trade body.

In reflecting the changing needs of agencies, the 4A's is moving to become a service rather than a traditional form of association.

As the industry develops at an increasingly rapid speed, enormous opportunities are emerging to "dream" and invent new solutions for clients.

The areas where agencies must take the lead include creativity, convergence, data, technology, analytics and hiring talent.

19

Making global brands local: How Unilever adapts its marketing strategy for Pinoy consumers

This event report looks at ways in which global brands are being marketed locally in the Philippines. View Summary

This event report looks at ways in which global brands are being marketed locally in the Philippines.

Unilever insists on putting people first, to the extent that sales and marketing staff are sent to spend time with consumers in order to understand their lives and how they use products.

It then seeks to "join the dots" between human truth, product group and brand purpose, as exemplified in a campaign for the Cream Silk hair care brand.

And in a connected world, it has found that effective brand communications require authenticity, relevance and "talkability".

20

Relaunching brands: How to stage a comeback

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Bridget Angear, Institute of Practitioners in Advertising, from Advertising Works 22, 2015

This article offers five lessons for relaunching brands, using examples from the 2014 IPA Effectiveness Awards winners. View Summary

This article offers five lessons for relaunching brands, using examples from the 2014 IPA Effectiveness Awards winners.

People love a comeback and in marketing, relaunching a brand has the potential to unlock dormant affection as long as the brand stays relevant.

All comebacks need at least one individual who is able to see the brand with fresh eyes and bring the original positioning back to the fore.

Brands need to find their single point of weakness and do the opposite, which can require bravery when a new position might upset existing customers.

To reposition successfully requires increased investment maintained over a period of time, often extending beyond communications.

21

Why Patagonia prioritises "good growth"

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Stephen Whiteside, Event Reports, South by Southwest, March 2015

This event report outlines Patagonia's approach to driving "good growth", a model which aims to consider employees, communities and the state of the planet as well as driving the bottom line. View Summary

This event report outlines Patagonia's approach to driving "good growth", a model which aims to consider employees, communities and the state of the planet as well as driving the bottom line.

The firm actively "manages" its expansion by maximising returns from existing points of sale and taking a selective approach to widening distribution, rather than getting products in as many relevant outlets as possible.

As a private company, Patagonia is not subjected to the same pressure from investors to drive growth at all costs which impacts many public companies.

In a step away from normal marketing practices, Patagonia emphasises buying products for the long-term – as well as repairing, reusing and recycling them rather than purchasing new items instead.

22

Earning and keeping consumer attention with content and purpose

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Emily Barley, Event Reports, ISBA Annual Conference, March 2015

This event report looks at how marketers can earn and retain the attention of consumers in a rapidly changing world where this can no longer be simply bought. View Summary

This event report looks at how marketers can earn and retain the attention of consumers in a rapidly changing world where this can no longer be simply bought.

Engaging content is essential and can originate anywhere, from a simple post about the colour of a dress to the complex shoots involved in Felix Baumgartner's freefalls.

Themes can be developed, as LEGO has done with its recreations of film scenes.

Brands also need stand for something more than profits – marketers can find purpose at the intersection of what brands do and what people care about.

23

Insight, purpose and image: Vodafone's coping strategies for modern marketing

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Emily Barley, Event Reports, ISBA Annual Conference, March 2015

This event report looks at how Vodafone has evolved three pillars to help it navigate the complex and rapidly changing world of modern marketing. View Summary

This event report looks at how Vodafone has evolved three pillars to help it navigate the complex and rapidly changing world of modern marketing.

An overarching and easily comprehensible customer insight helps everyone in the business understand what makes customers tick.

A clear articulation of brand purpose is similarly essential to direct how staff communicate.

Tone of voice may be as important as what is actually said and should be used consistently by retail and call centre staff, as well as in marketing communications.